06.03.2025
In economically challenging times, companies are often faced with the difficult task of reducing costs and optimizing processes without losing sight of their employees. But how can you reconcile boosting efficiency with responsibility for employees? One useful tool here is change management. Change management expert Valérie Greisler from APP Unternehmensberatung AG explains how to use it.
Many companies are faced with constant cost pressure and look for ways to work more efficiently. One central measure is the optimization of processes in order to make better use of time and resources. The focus is often on technological solutions and automation, but success is primarily dependent on people. Employees must understand, accept and be actively involved in new processes – a decisive factor in the success or failure of optimization measures. This is where change management comes in: the focus of change management is on people; the right measures ensure that the changes are not only implemented, but also anchored in the long term.
As a change management expert, Valérie Greisler advises companies and authorities how to inform, involve and empower their employees to increase the probability of the changes being accepted. She explains the key points in the interview.
Valérie Greisler is a senior consultant at APP Unternehmensberatung AG and specializes in change management.
Companies must be aware of the fact that the optimization of processes involves investment and that the corresponding time and resources are required. It is often the case that the existing process is only known in theory and a common understanding of the initial situation must first be established. Apart from anything else, this is necessary in order to be able to estimate the savings potential in the first place. The subsequent sketching of the new process and its introduction and anchoring also involve cost and effort; this must not be underestimated, particularly in the case of complex processes.
Another challenge is the drafting of the new process itself. The focus should be on optimization, not digitization. Digitization may be a useful tool, but the first step is to assess the individual process steps critically and to eradicate inefficiency. An inefficient process with unnecessary work steps will remain inefficient, even if these steps are digitized.
However, the successful optimization of processes requires more than analysis and the redesign of procedures. The manner in which the people who work with these processes on a daily basis are integrated into the transformation is of decisive importance. How do we get them on board and achieve acceptance for the change? The human factor is of decisive importance for the successful adaptation of processes.
Process optimizations entail changes that must ultimately be implemented by people. And most of us know from personal experience that people like that with which they are familiar, that with which they can work efficiently and independently because they know exactly what they are supposed to do. Our attitude towards changes, on the other hand, tends to be one of rejection. That is because changes are associated with uncertainty and the need to learn new things. For this reason, we often perceive changes as tiring. If, on top of everything else, a process optimization is initiated for cost reasons, as an employee I naturally ask myself what the company aims to save: operating costs, paper costs or personnel expenses? Is my job safe? Will I be given different tasks in future? This can quickly give rise to uncertainty or even resistance.
The key word is change management. Change management can be viewed figuratively as a bridge between two mountains – one represents the current situation, the other the target situation. This bridge helps staff to get from the current situation to the target situation. In other words, change management means accompanying changes with targeted measures, providing staff with support in the transformation. One must be aware of one thing, however: while change management can make change easier for employees, it is not a universal panacea. In our consultation, we use our own change management model, consisting of three pillars: this requires communication, interaction and support.
Communication involves informing staff of the background and goal of the process optimization and showing them what the change means for them. Particularly in the case of larger projects that extend over a longer time period, however, it is not sufficient simply to announce them and then not to communicate them again until they are introduced. It is far more worthwhile to inform employees continuously and in stages and thus gradually introduce them to the change. This makes it easier to digest and reduces the leap into the unknown.
Interaction focuses on exchange with those affected. One option for interaction is participation. The employees who apply the processes know them best and often also know what does not work so well. Getting them actively involved in the optimization increases trust in the new solution with the result that it is more likely to be accepted. Which and how many people to involve varies from case to case: for the optimization of processes that only affect a few people, everyone who works with the process can potentially participate. In the case of complex changes involving multiple departments or teams, it may make sense to work with representatives. The testing of the new process, particularly if it has been digitized, is another good opportunity to get employees actively involved. These employees can also act as internal ambassadors for the change.
All those things that support employees in working with the new process and feeling competent. This includes, for example, introductory training at the right time and in the right format: are simple information and instructions sufficient, are learning videos more appropriate, or conventional on-site or remote training? How big should the training units be – short modules or half-day training courses? In all these considerations, the needs of the users should always be in the foreground.
Another important aspect is the fact that knowledge is not the same as ability. Knowing in theory how something works does not automatically mean that you can actually do it. In other words, if I receive training before the introduction of a new process and everything seems logical to me, that does not mean that this will still be the case at the time of the actual switchover when I have to apply it. It is often at this point that the most important questions and challenges arise. Additional documents, instructions or exercises can make it easier to transfer the knowledge into practice. Another tried and tested method is to offer consultation sessions after the training courses. Here employees can ask questions that only arise afterwards, when they have become more involved with the new process.
These are, in summary, the levers we use as part of our consulting services to get employees on board, prepare them as well as possible for the change and obtain their acceptance of it.
It is always a question of weighing up how much can already be communicated and what it is still necessary or desirable to keep under wraps – particularly when it ultimately comes down to cost savings at the level of employees. My advice: be as honest and transparent as possible within reasonable limits. Employees are quick to notice if different arguments are being pushed forward, rather than stating the real reason for a change. Communicate continuously, even if you do not know everything down to the last detail. Statements such as “We don’t yet know” or “We cannot yet fully predict the consequences” are human and better than saying nothing or disseminating unverified information. This only leads to rumours.
Change management plays an important role in all the aforementioned methods, as it addresses the human aspect of process optimization. Be it a continuous improvement of processes or a major process optimization project with a “big bang launch”, this merely affects the planning and the choice of appropriate change management measures. At the end of the day, with all these methods, you need to accompany your employees on their journey from the current situation to the new situation.
In companies where staff tend to be overloaded and operating at their limits, the announcement of an optimization of processes to save time and introduce automation may be perceived as a relief. The people affected see it as an opportunity to be able to focus more on their core tasks. If, however, the optimization results in significant components of their work being dispensed with, this understandably gives rise to anxiety. In this case, it is important to seek dialogue with those affected, explain the situation to them and discuss the available options. This shows employees that their concerns are being taken seriously and that they are being supported in the change. What you should never do is gloss over things.
The simple answer is: yes! Change management places the focus on the people affected by the change. Change management helps staff to understand, accept and cope with changes better. There are limits, however, as the actual content of the change itself is not part of the change management. If the task is to save personnel through the optimization of processes, this is the specified target situation. Change management can merely influence the way in which this is carried out, ensuring that the change is implemented as humanly as possible.
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Process analysis and process optimization refers to a systematic approach to improve existing work processes. Process analysis is essential for the successful optimization of processes. It serves as the basis for well-founded and targeted improvement measures. Without detailed analysis, there is a risk that inefficient processes will only be changed superficially or that measures will be applied in the wrong places. Furthermore, process analysis provides a database for well-founded decisions. The process optimizations serve to improve the efficiency of business processes and reduce costs.
There are numerous internal and external reasons for working on the analysis and optimization of processes, e.g.:
Possible signs of weaknesses in processes are:
Apart from all the methods and technology that are important for the optimization of processes: without people, no process optimization will succeed. Change management ensures that new processes are not only planned, but also implemented effectively and accepted. Resistance and uncertainty are detected and addressed at an early stage, enabling sustainable improvement. With targeted communication, support and training during the adaptation to the new ways of working, change management can positively shape the transformation and ensure the long-term success of the optimization.
It is advisable to define and use suitable key performance indicators (KPI) and monitoring systems to verify the success of the optimization measures. This also means: regularly checking the efficacy of the implemented measures, obtaining feedback and carrying out further adaptations if required to ensure continuous optimization of business processes.
Optimization of processes is not a one-off project, but a continuous improvement process. Companies should regularly analyse processes, identify sources of inefficiency and carry out adaptations. Important elements include data-based decision-making, the use of modern technologies and a corporate culture that sees changes as opportunities. Only then can they stay competitive and efficient in the long term.
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